C. Desmond, “Project management tools,” in IEEE Engineering Management Review, vol. 42, no. 4, pp. 11-12, Fourth Quarter 2014.
doi: 10.1109/EMR.2014.2364656
Abstract: People often ask what sort of tools a project manager needs to manage projects effectively and with a minimum of interruptions. Often linked to this question may be another; what skills, other than the basic PM skills covered in the PMBOK, should a PM have to be more effective. Basic tools, such as the Project Charter, Work Breakdown Structure, schedule, plans for risk, quality, communications, people, scope, time and cost management are becoming familiar tools for PMs. What else might be useful? This, to a certain extent, is project or project domain specific. But there are some tools that have a fairly broad applicability.
keywords: {project management;communications management;cost management;people management;project charter;project management tools;quality management;risk management;scheduling;scope management;time management;work breakdown structure;Contracts;Law;Organizations;Standards organizations;Writing},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6966941&isnumber=6966932

C. Desmond, “Project management office,” in IEEE Engineering Management Review, vol. 43, no. 1, pp. 15-16, March 2015.
doi: 10.1109/EMR.2015.2393512
Abstract: Many companies have a department, called a Project Management Office, which works with the project managers in various ways. What is this Project Management Office, or PMO, and what do they do?
keywords: {Companies;Industries;Project management;Standards organizations;Training},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7059288&isnumber=7059278

R. Bierwolf, “Towards project management 2030: Why is change needed?,” in IEEE Engineering Management Review, vol. 45, no. 1, pp. 21-26, First Quarter 2017.
doi: 10.1109/EMR.2017.2667237
Abstract: As part of the Technology Managers Notebook (TMN) series, I’m sharing some personal project management experiences with you, our readers. However, rather than writing about experiences while performing a typical project management role, the current article will refer to experiences in engaging into the development of the profession while the author was keeping himself up to date in his field. In a previous article, the author concluded the abstract with the question: “Time to rethink project management?” Initiatives have been started in the recent past, such as the “Dutch National Research Group on Project Management” (DNRG) from a research perspective under the umbrella of the local Dutch chapter of the International Project Management Association (IPMA) with a focus on the human factors. More recently another initiative has been started within Dutch chapter of the Project Management Institute (PMI) in the Netherlands coined the “Big10” initiative to address the future of Project Management from the industry perspective. And also in a recent meeting of the IEEE Technology & Engineering Management Society’s-Administrative Committee (TEMS AdCom) a similar subject was raised and coined “What is Next in Management?”. The current article provides an overview of some of the developments in the profession and on why the need is felt for change in future Project Management, and the initiatives referred to aim for. The current article is intended as a form of discussion paper, opening the dialogue to the readership and entering into the discourse on the subject of the future of Project Management, while still fitting the concept and purpose of the Technology Managers Notebook section in the IEEE Engineering Management Review. Food for thought, as there are no silver bullets, or as one project manager trainer used to answer on any question the author posed to him during a series of sessions: “it depends”.
keywords: {project management;Big10 initiative;DNRG;Dutch National Research Group;IEEE Engineering Management Review;IPMA;International Project Management Association;PMI;Project Management Institute;TEMS AdCom;TMN series;Technology Managers Notebook;project management 2030;project management role;project manager trainer;silver bullets;Companies;Conferences;Human factors;Industries;Portfolios;Project management;21st century skills;Technology management;design thinking;human factors;innovation management;learning organization;organization development;portfolio management;program management;project management},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7888800&isnumber=7885471

C. Desmond, “Project management tools-integration with other tools of the organization,” in IEEE Engineering Management Review, vol. 45, no. 1, pp. 19-20, First Quarter 2017.
doi: 10.1109/EMR.2017.2667258
Abstract: IN response to some of the recent articles on Project Management, I was asked to prepare some articles about project management tools. In fact, this could be quite a lengthy set of articles, since there are so very many tools available to enable effective project management. We will address but a few of them. The tools might be templates and forms, which can be used to help project managers manage with consistency across projects. They will include procedures to ensure that activities are performed consistently with all the needed information, checks and balances. And of course, tools will include software applications and programs which help the project managers to plan and track the complex set of tasks and deliverables, with budget and timing for each and for the overall project.
keywords: {Documentation;Organizations;Project management;Registers;Software;Stakeholders;Standards organizations},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7888799&isnumber=7885471

A. L. Nichols, “What do people desire in their leaders? The effect of leadership experience on desired leadership traits,” in IEEE Engineering Management Review, vol. 45, no. 1, pp. 58-68, First Quarter 2017.
doi: 10.1109/EMR.2017.7888805
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
keywords: {IEEE Xplore},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7888805&isnumber=7885471

T. B. Tarim, “Managing technical professionals: communication and interpersonal skills,” in IEEE Engineering Management Review, vol. 42, no. 3, pp. 3-4, Third Quarter 2014.
doi: 10.1109/EMR.2014.2341473
Abstract: The author implied that communication and people skills are a “must have” for technology managers, and mentioned that hearing the following from managers is not uncommon: “It’s not the technical work that’s challenging, it’s the people stuff.” The “stuff” that is being referred to here are the typical “people behaviors” you see in your teams: “John is in a mood today, keep your distance from him”; “can someone tell Shirley that she speaks too loud in her cubicle and I can’t focus on my work?”; “Matt talks about religion at work and it offends me because I’m an atheist, he needs to stop talking about religion in the work place”; “Thelma took all the credit for the work that I did, and now everyone thinks she came up with that idea;” How many of you managers, have come across complaints such as these at work, and what have you done about them? The answer must be something besides “nothing;” or “I don’t have time to deal with this childish behavior;” or “I have work to do.” Communication and interpersonal skills go hand in hand and technology managers need to improve their skills for both. As a manager, you need to learn how to communicate because now your comments carry not only the message, but also its meaning. Communicating is in many ways simple and also very complex; listen and learn how to be quiet, think before you speak, allow freedom of expression, understand the issues of the situation under discussion, stay with the facts, and above all avoid the gossip. Sounds like something we can accomplish in ten easy lessons, but human nature, being what it is, somehow prevents us from following a simple process; it takes conscious effort to meet these simple requirements.
keywords: {human resource management;industrial psychology;communication skill;interpersonal skill;people behavior;people skill;technical professional management;Auditory system;Education;Engineering profession;Mood;Organizations;Toxicology},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6966916&isnumber=6966891

J. U. Mills, S. M. F. Stuban and J. Dever, “Predict insider threats using human behaviors,” in IEEE Engineering Management Review, vol. 45, no. 1, pp. 39-48, First Quarter 2017.
doi: 10.1109/EMR.2017.2667218
Abstract: In a Systems Engineering perspective, insider threats are not new but emerging. For modern systems that require a seamless integration between human and machine, human interactions with systems become a large part of operations. This creates a system security challenge while protecting systems from insider threats. As technology evolves, system vulnerabilities and network penetrations from external entities have been the center of attention. However, when considering system security, insider threats are as damaging as external threats. Unforutnately, insider threats have been overlooked for decades and there is no clear guidance or standards to protect systems from insider attacks. In this paper, we focus on identifying potential insider threats based on human behaviors, such as system logins. By analyzing user behavioral patterns, we attempt to identify suspicious behaviors based on common characterestics that appear to be unusual and estimate the prediction interval to determine if such behaviors should be considered as a threat. Having a baseline of normal user behaviors and comparing against unusual behaviors allow us to predict and identify potential insider threats.
keywords: {data integration;security of data;external threats;human behaviors;human interactions;insider threats;normal user behaviors;seamless integration;suspicious behaviors;system logins;system security challenge;systems engineering perspective;user behavioral patterns;Hardware;Malware;Monitoring;Security;Systems engineering and theory;Uncertainty;Human behaviors;and systems engineering;insider threats;linear regression;prediction interval},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7888803&isnumber=7885471

S. Ghoshal, “Bad management theories are destroying good management practices,” in IEEE Engineering Management Review, vol. 33, no. 3, pp. 79-79, Third 0.
doi: 10.1109/EMR.2005.26768
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=1505232&isnumber=32273

C. Desmond, “Management of change,” in IEEE Engineering Management Review, vol. 41, no. 3, pp. 12-13, Third Quarter 2013.
doi: 10.1109/EMR.2013.2274674
Abstract: Projects always bring change. The reason projects are undertaken is either to take advantage of an opportunity or to fix a problem. The opportunity might be that of offering a new product, or working in a more attractive environment. The problem might be improving processes, or some aspect of the project’s product. In either case, the end result will be that things will be different for the customer of the project. The project brings change to someone.
keywords: {management of change;project engineering;project management;process improvement;product improvement;project change management;Management;Planning;Proposals;Technology management},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6596541&isnumber=6596529

G. Gaynor, “Managing for performance: managers who lead: leaders who manage,” in IEEE Engineering Management Review, vol. 45, no. 1, pp. 6-8, First Quarter 2017.
doi: 10.1109/EMR.2017.2667758
Abstract: The quotations from Peter Drucker and Henry Mintzberg define the management function: Drucker focuses on people, Mintzberg on on how managers provide opportunities. As managers, we take on great responsibilities as we try to meet organizational requirements as well as providing challenging work opportunities. This issue of EMR begins the Technology Managers Notebook followed by Reflections from the Past featuring Peter F. Drucker. Drucker asks the question: “Is management a bag of techniques and tricks?” We learn from experience that management is a body of knowledge that supports leaders and managers and much more than a bag of tools, techniques and tricks.
keywords: {Conferences;Creativity;Organizations;Printing;Supply chains;Technological innovation},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7888795&isnumber=7885471

C. Desmond, “The project management office,” in IEEE Engineering Management Review, vol. 42, no. 1, pp. 12-12, March 2014.
doi: 10.1109/EMR.2014.2300272
Abstract: MANY companies today have a function called the Project Management Office (PMO). Many do very significant project management without establishing this office. What is a PMO and what functions does it perform? In fact, there are at least three different models which are used for defining a PMO. The office can perform a support role for the organization, a controlling role for the projects or even be a directing force for the projects.
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6758258&isnumber=6758249

J. Kietzmann, L. Pitt and P. Berthon, “Disruptions, decisions, and destinations: enter the age of 3-D printing and additive manufacturing,” in IEEE Engineering Management Review, vol. 45, no. 1, pp. 98-104, First Quarter 2017.
doi: 10.1109/EMR.2017.7888808
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
keywords: {IEEE Xplore},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7888808&isnumber=7885471

B. Berman, “3D printing: the new industrial revolution,” in IEEE Engineering Management Review, vol. 41, no. 4, pp. 72-80, Dec. 2013.
doi: 10.1109/EMR.2013.6693869
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6693869&isnumber=6674224

D. R. Gehring, “Applying Traits Theory of Leadership to Project Management,” in IEEE Engineering Management Review, vol. 35, no. 3, pp. 109-109, Third Quarter 2007.
doi: 10.1109/EMR.2007.4296434
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=4296434&isnumber=4296414

T. B. Tarim, “Managing technical professionals: why technical managers need people management skills,” in IEEE Engineering Management Review, vol. 43, no. 2, pp. 5-6, June 2015.
doi: 10.1109/EMR.2015.2430412
Abstract: IN my previous articles, I wrote about communication and interpersonal skills, dealing with difficult employees and giving employee feedback. These basic skill sets apply not only to technical managers, but also to all managers who in some way control the activities of others. Managers function in two capacities: 1) managing activities, and 2) managing interpersonal relations. If the manager does not possess the appropriate skill sets, both the manager and the professional specialists will be limited in meeting organizational expectations.
keywords: {Companies;Engineering profession;Lifting equipment;Professional aspects;Standards organizations},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7123218&isnumber=7123213

D. A. Garvin and M. A. Roberto, “What you don’t know about making decisions,” in IEEE Engineering Management Review, vol. 31, no. 2, pp. 3-3, 2003.
doi: 10.1109/EMR.2003.1207056
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=1207056&isnumber=27168

R. M. Marsh and H. Mannari, “Employee Performance in Japanese Firms: An Explanation,” in IEEE Engineering Management Review, vol. 10, no. 2, pp. 11-24, June 1982.
doi: 10.1109/EMR.1982.4305903
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=4305903&isnumber=4305897

C. H. Baird and G. Parasnis, “From social media to social customer relationship management,” in IEEE Engineering Management Review, vol. 41, no. 3, pp. 48-55, Third Quarter 2013.
doi: 10.1109/EMR.2013.6596548
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6596548&isnumber=6596529

M. Chang, “Entrepreneurship your business plan,” in IEEE Engineering Management Review, vol. 44, no. 1, pp. 21-23, First Quarter 2016.
doi: 10.1109/EMR.2016.2530645
Abstract: USUALLY you would contact investors with an introductory letter to initiate a discussion on financing, and send a business plan when asked. The hope is you’ll be given the opportunity to make a PowerPoint presentation. We will discuss the business plan and briefly cover the PowerPoint presentation.
keywords: {Companies;Cost accounting;Industries;Investment;Manufacturing},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7448780&isnumber=7439723

C. Desmond, “The project team,” in IEEE Engineering Management Review, vol. 43, no. 3, pp. 14-15, Third Quarter 2015.
doi: 10.1109/EMR.2015.2466952
Abstract: PROJECT management includes managing the team. In fact, a large component of project management involves managing the team. If the team is not happy or not properly directed, the project manager and the project will face many challenges. If the team works effectively as a team, chances of success are much improved, and life within the project is much easier for everyone involved. There are many articles describing team building—goals, methods, techniques, tools, tips etc., and all of these are useful for project teams. Also, material on managing people in general is useful. But before we consider these, let’s think about the project environment itself.
keywords: {Buildings;Electric breakdown;Face;Project management;Standards},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7433280&isnumber=7299339

C. C. Gilbert and M. J. Eyring, “Beating the ODDs when you launch a new venture,” in IEEE Engineering Management Review, vol. 43, no. 1, pp. 22-27, March 2015.
doi: 10.1109/EMR.2015.7059291
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
keywords: {IEEE Xplore},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7059291&isnumber=7059278

L. P. Martinich, “Excellent execution: balancing top-down and bottom-up management,” in IEEE Engineering Management Review, vol. 44, no. 2, pp. 20-22, Second Quarter 2016.
doi: 10.1109/EMR.2016.2568720
Abstract: NEITHER top-down nor bottom-up engineering management styles lead to great results. However, a combination of the two can result in excellent team work and excellent outcomes. In this article, we’ll focus on the values and the pitfalls of each style, and we’ll consider ways to effectively balance the two.
keywords: {Amplitude shift keying;Companies;Documentation;Research and development management;Schedules;Software;Training},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7502382&isnumber=7502373

C. Desmond, “Accounting for project management activities,” in IEEE Engineering Management Review, vol. 42, no. 3, pp. 13-14, Third Quarter 2014.
doi: 10.1109/EMR.2014.2341478
Abstract: Defining the scope of a project clearly for the project manager, the team and other key stakeholders can require the use of multiple tools. The initial definition, which is high level, occurs in the Project Charter. The Charter mentions the product of the project and many of the management criteria such as the finish date, milestones with dates, budget, possibly risks, etc. As the planning progresses, the details of the project are fleshed out in the Scope Description. This is usually narrative, descriptive, and detailed. It addresses the product of the project, and also discusses how this will be achieved. Project Management functions must be included. To give us something more structured which can be used for determining some of the project parameters, the scope is then broken down into components in the Work Breakdown Structure (WBS).
keywords: {planning;project management;WBS;accounting;project charter;project management activities;project management functions;project parameters;project scope;scope description;work breakdown structure;Electric breakdown;Joining processes;Project management;Schedules},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6966920&isnumber=6966891

C. Desmond, “Perspectives on the roles, skills, and competencies of project managers,” in IEEE Engineering Management Review, vol. 40, no. 3, pp. , Third Quarter 2012.
doi: 10.1109/EMR.2012.2206961
Abstract: MUCH has been published in the IEEE Technology Management Council’s (TMC) publications about Project Management. This short article does not present any new information about Project Management, but it provides some new perspectives on the roles on the skills and competencies required by project managers.
keywords: {IEEE Technology Management Council;Planning;Project management;Quality management;Risk management;Virtual groups},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6291575&isnumber=6291565

R. Bleeker, “Key features of activity-based budgeting,” in IEEE Engineering Management Review, vol. 30, no. 1, pp. 63-63, 2002.
doi: 10.1109/EMR.2002.1022406
Abstract: This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=1022406&isnumber=21995

M. Morahan, “Ethics in management,” in IEEE Engineering Management Review, vol. 43, no. 4, pp. 23-25, Fourth Quarter 2015.
doi: 10.1109/EMR.2015.7433683
Abstract: Ethical behaviour is concerned with actions that are in accord with cultural expectations relating to morality and fairness. Organizations as well as individuals have an obligation to act ethically and the penalties for unethical behaviours can be severe and unpredictable. For young professionals, a thorough understanding of the concepts of ethics, and the potential ramifications of unethical behaviour in business is essential in the modern workplace. This article explores the concepts of ethics, and provides some guidance for young professionals in developing habits of good ethical behaviour and in dealing with unethical behaviour should it be encountered in business. The article is based on personal experience, aided by reference to published expert opinion.
keywords: {ethical aspects;organisational aspects;business;cultural expectations;ethical behaviour;fairness;morality;workplace;Companies;Ethics;Law;Project management},
URL: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=7433683&isnumber=7343776